{"id":58,"date":"2019-03-14T20:32:25","date_gmt":"2019-03-14T20:32:25","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/?post_type=chapter&#038;p=58"},"modified":"2024-04-24T23:02:25","modified_gmt":"2024-04-24T23:02:25","slug":"individual-components-of-motivation","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/chapter\/individual-components-of-motivation\/","title":{"raw":"Individual Components of Motivation","rendered":"Individual Components of Motivation"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcome<\/h3>\r\n<ul>\r\n \t<li>Discuss the individual components of motivation<\/li>\r\n<\/ul>\r\n<\/div>\r\nWhen managers reviews their team members, the biggest difference they may see in each individual is what motivates them.\r\n<h2>Intrinsic and\u00a0Extrinsic Motivators<\/h2>\r\n[caption id=\"attachment_75\" align=\"alignright\" width=\"450\"]<img class=\"wp-image-75\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4052\/2019\/03\/14202448\/IntrinsicExtrinsicMotivation.jpeg\" alt=\"An illustration shows a person\u2019s upper torso. An arrow on the left begins at the person\u2019s chest and curves around to point inside the head; inside the curve of the arrow are the words \u201cintrinsic motivation (from within)\u201d and three bullet points: \u201cautonomy,\u201d \u201cmastery,\u201d \u201cpurpose.\u201d An arrow on the right begins in empty space and curves to a point inside the head. Above the arrow are the words \u201cextrinsic motivation (from outside)\u201d and three bullet points: \u201ccompensation,\u201d \u201cpunishment,\u201d and \u201creward.\u201d\" width=\"450\" height=\"240\" \/> Figure 1. Intrinsic motivation comes from within the individual, while extrinsic motivation comes from outside the individual.[\/caption]\r\n\r\nFor an individual there are intrinsic (internal) and extrinsic (external) motivating factors.\r\n<ul>\r\n \t<li><strong>Intrinsic<\/strong> motivation comes from within, and it\u2019s usually driven by individuals' needs to do something for themselves. Each person has unique desires: they may want to learn a language or skill, or reach a goal of finishing a 5K in a certain amount of time. Intrinsic motivation is the reason why people climb mountains; they feel a calling to do so.<\/li>\r\n \t<li><strong>Extrinsic<\/strong> motivation comes from an external source. People may work a second (or third) job because they need additional money to pay the bills. Children may apologize to another child for not sharing their toys to avoid punishment from their parents.<\/li>\r\n<\/ul>\r\nAn individual\u2019s view of these intrinsic and extrinsic motivational factors is impacted by previous experience, current needs, gender, and personal and cultural values. For instance, some people may cite \"personal satisfaction\u201d and \u201cjob security\u201d as motivational factors in their work, while others tend to site \u201cstatus\u201d and \u201cwealth\u201d as the reasons they get up in the morning. Some older workers cite \u201ccompany loyalty\u201d as a motivational factor while some Gen Xers and Millennials may be motivated by \u201cjob flexibility\u201d and \u201cchallenging work.\u201d Cultural norms can fall into play as well\u2014European countries value vacation time and use quite a bit, while in the United States, workers may not even use the days they\u2019ve been given.\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/d0672219-9d56-4e31-b608-1b3da7f6cfa9\r\n\r\n<\/div>\r\n<h2>Locus of Control and\u00a0Self-Esteem<\/h2>\r\nAn individual\u2019s personality can affect his or her perception of how effort leads to performance. Two personality aspects are particularly important in this scenario\u2014locus of control and self-esteem. Locus of control is people's perception of who has control over their lives, their environment, and external events. People who have an internal locus of control feel that their successes and failures are largely due to their own efforts, knowledge and choices. People with an external locus of control feel that external factors have an undue influence on the current situation they\u2019re in.\r\n\r\n[caption id=\"attachment_985\" align=\"alignright\" width=\"400\"]<img class=\"wp-image-985\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4052\/2019\/03\/26193624\/LocusOfControl.jpg\" alt=\"Two silhouetted figures rest above a two-sided arrow. One end of the arrow indicates an internal locus of control and high self-esteem. The person above this end of the spectrum is labelled active, and states that they control their own destiny. The other end of the arrow indicates an external locus of control and a low self esteem. The person above this end of the spectrum is labelled passive, and states that others control their own destiny. \" width=\"400\" height=\"241\" \/> Figure 2. Your locus of control informs how you view your control over your own life.[\/caption]\r\n\r\nThere\u2019s a spectrum of internal vs. external locus of control, and people can be very high on one end or the other (highly internal or highly external), or fall somewhere in between (Figure 2). People with a high internal locus tend to be more task oriented because they feel they\u2019re in control of their own success. People with a high external locus credit luck, people in higher leadership positions, or divine powers for their successes or failures, and they tend to be more reactive to issues.\r\n\r\nLocus of control is a fairly stable personality trait, though significant external factors can influence it (consider<a href=\"https:\/\/www.researchgate.net\/publication\/233194890_Changes_in_Locus_of_Control_Beliefs_in_Polish_University_Students_before_and_after_Democratization\" target=\"_blank\" rel=\"noopener\"> this study of Polish students whose locus of control shifted<\/a> when democracy was introduced in their country).\r\n\r\nSelf-esteem interacts with motivation in a very similar way to locus of control. People with a high self-esteem tend to feel that their performance is linked to their own efforts. The opposite is often true for people who have lower self-esteem.\r\n\r\nManagers need to understand these personality differences in their employees if they\u2019re going to help them build the necessary links between \u201ceffort\u201d and \u201cperformance\u201d in the expectancy framework, and they can do this via encouragement and regular feedback for those that bring an external locus of control or low self-esteem to the team.\r\n<h2>Employee Needs<\/h2>\r\nAfter considering an employee\u2019s personality traits, a manager must also consider his employee\u2019s needs. Older approaches to understanding employee motivation focused almost solely on needs, and the more we learn the more we find that those early approaches aren\u2019t necessarily accurate. This doesn\u2019t mean that an employee\u2019s needs don\u2019t factor into motivation, because they do. On the expectancy framework, needs tend to influence an employee\u2019s perception of the value of a proposed reward. For instance, a person who has wealth and status may look at a reward differently than a person who has less.\r\n\r\nBeyond actual money, there are other needs that a manager can fulfill for his employees. Employees with a high need for achievement might enjoy public recognition, and getting recognized for their achievements can keep their motivational drive high. Some workers appreciate the opportunity to work independently, with less supervision. Others might appreciate the ability to work remotely so they can save money on their commutes and be closer to family that needs attention. Needs are very individual, and they\u2019re not necessarily all filled by a paycheck and health benefits.\r\n<h2>Cultural Differences<\/h2>\r\nFinally, managers need to embrace cultural differences in order to understand what motivates their employees. Earlier, we illustrated some of the elements of the expectancy framework by using a scenario where the top salesperson would be offered a $1,000 bonus. We discussed how this may or may not motivate all the employees on the sales team, based on their perception of expectancy, instrumentality, and valence. In China, this proposal might not work at all, because their salespeople typically are compensated based on seniority, not on achievement. Cultural differences can often trip us up where motivational theories are concerned\u2014where many of them work in our culture, that doesn\u2019t hold true for others.\r\n\r\nIf a manager understands the individual component of motivation\u2014the personality traits, needs, and cultural differences that factor into an employee\u2019s willingness to put forth effort toward performance\u2014he or she can tailor motivation for each employee.","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcome<\/h3>\n<ul>\n<li>Discuss the individual components of motivation<\/li>\n<\/ul>\n<\/div>\n<p>When managers reviews their team members, the biggest difference they may see in each individual is what motivates them.<\/p>\n<h2>Intrinsic and\u00a0Extrinsic Motivators<\/h2>\n<div id=\"attachment_75\" style=\"width: 460px\" class=\"wp-caption alignright\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-75\" class=\"wp-image-75\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4052\/2019\/03\/14202448\/IntrinsicExtrinsicMotivation.jpeg\" alt=\"An illustration shows a person\u2019s upper torso. An arrow on the left begins at the person\u2019s chest and curves around to point inside the head; inside the curve of the arrow are the words \u201cintrinsic motivation (from within)\u201d and three bullet points: \u201cautonomy,\u201d \u201cmastery,\u201d \u201cpurpose.\u201d An arrow on the right begins in empty space and curves to a point inside the head. Above the arrow are the words \u201cextrinsic motivation (from outside)\u201d and three bullet points: \u201ccompensation,\u201d \u201cpunishment,\u201d and \u201creward.\u201d\" width=\"450\" height=\"240\" \/><\/p>\n<p id=\"caption-attachment-75\" class=\"wp-caption-text\">Figure 1. Intrinsic motivation comes from within the individual, while extrinsic motivation comes from outside the individual.<\/p>\n<\/div>\n<p>For an individual there are intrinsic (internal) and extrinsic (external) motivating factors.<\/p>\n<ul>\n<li><strong>Intrinsic<\/strong> motivation comes from within, and it\u2019s usually driven by individuals&#8217; needs to do something for themselves. Each person has unique desires: they may want to learn a language or skill, or reach a goal of finishing a 5K in a certain amount of time. Intrinsic motivation is the reason why people climb mountains; they feel a calling to do so.<\/li>\n<li><strong>Extrinsic<\/strong> motivation comes from an external source. People may work a second (or third) job because they need additional money to pay the bills. Children may apologize to another child for not sharing their toys to avoid punishment from their parents.<\/li>\n<\/ul>\n<p>An individual\u2019s view of these intrinsic and extrinsic motivational factors is impacted by previous experience, current needs, gender, and personal and cultural values. For instance, some people may cite &#8220;personal satisfaction\u201d and \u201cjob security\u201d as motivational factors in their work, while others tend to site \u201cstatus\u201d and \u201cwealth\u201d as the reasons they get up in the morning. Some older workers cite \u201ccompany loyalty\u201d as a motivational factor while some Gen Xers and Millennials may be motivated by \u201cjob flexibility\u201d and \u201cchallenging work.\u201d Cultural norms can fall into play as well\u2014European countries value vacation time and use quite a bit, while in the United States, workers may not even use the days they\u2019ve been given.<\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_d0672219-9d56-4e31-b608-1b3da7f6cfa9\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/d0672219-9d56-4e31-b608-1b3da7f6cfa9?iframe_resize_id=assessment_practice_id_d0672219-9d56-4e31-b608-1b3da7f6cfa9\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<h2>Locus of Control and\u00a0Self-Esteem<\/h2>\n<p>An individual\u2019s personality can affect his or her perception of how effort leads to performance. Two personality aspects are particularly important in this scenario\u2014locus of control and self-esteem. Locus of control is people&#8217;s perception of who has control over their lives, their environment, and external events. People who have an internal locus of control feel that their successes and failures are largely due to their own efforts, knowledge and choices. People with an external locus of control feel that external factors have an undue influence on the current situation they\u2019re in.<\/p>\n<div id=\"attachment_985\" style=\"width: 410px\" class=\"wp-caption alignright\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-985\" class=\"wp-image-985\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4052\/2019\/03\/26193624\/LocusOfControl.jpg\" alt=\"Two silhouetted figures rest above a two-sided arrow. One end of the arrow indicates an internal locus of control and high self-esteem. The person above this end of the spectrum is labelled active, and states that they control their own destiny. The other end of the arrow indicates an external locus of control and a low self esteem. The person above this end of the spectrum is labelled passive, and states that others control their own destiny.\" width=\"400\" height=\"241\" \/><\/p>\n<p id=\"caption-attachment-985\" class=\"wp-caption-text\">Figure 2. Your locus of control informs how you view your control over your own life.<\/p>\n<\/div>\n<p>There\u2019s a spectrum of internal vs. external locus of control, and people can be very high on one end or the other (highly internal or highly external), or fall somewhere in between (Figure 2). People with a high internal locus tend to be more task oriented because they feel they\u2019re in control of their own success. People with a high external locus credit luck, people in higher leadership positions, or divine powers for their successes or failures, and they tend to be more reactive to issues.<\/p>\n<p>Locus of control is a fairly stable personality trait, though significant external factors can influence it (consider<a href=\"https:\/\/www.researchgate.net\/publication\/233194890_Changes_in_Locus_of_Control_Beliefs_in_Polish_University_Students_before_and_after_Democratization\" target=\"_blank\" rel=\"noopener\"> this study of Polish students whose locus of control shifted<\/a> when democracy was introduced in their country).<\/p>\n<p>Self-esteem interacts with motivation in a very similar way to locus of control. People with a high self-esteem tend to feel that their performance is linked to their own efforts. The opposite is often true for people who have lower self-esteem.<\/p>\n<p>Managers need to understand these personality differences in their employees if they\u2019re going to help them build the necessary links between \u201ceffort\u201d and \u201cperformance\u201d in the expectancy framework, and they can do this via encouragement and regular feedback for those that bring an external locus of control or low self-esteem to the team.<\/p>\n<h2>Employee Needs<\/h2>\n<p>After considering an employee\u2019s personality traits, a manager must also consider his employee\u2019s needs. Older approaches to understanding employee motivation focused almost solely on needs, and the more we learn the more we find that those early approaches aren\u2019t necessarily accurate. This doesn\u2019t mean that an employee\u2019s needs don\u2019t factor into motivation, because they do. On the expectancy framework, needs tend to influence an employee\u2019s perception of the value of a proposed reward. For instance, a person who has wealth and status may look at a reward differently than a person who has less.<\/p>\n<p>Beyond actual money, there are other needs that a manager can fulfill for his employees. Employees with a high need for achievement might enjoy public recognition, and getting recognized for their achievements can keep their motivational drive high. Some workers appreciate the opportunity to work independently, with less supervision. Others might appreciate the ability to work remotely so they can save money on their commutes and be closer to family that needs attention. Needs are very individual, and they\u2019re not necessarily all filled by a paycheck and health benefits.<\/p>\n<h2>Cultural Differences<\/h2>\n<p>Finally, managers need to embrace cultural differences in order to understand what motivates their employees. Earlier, we illustrated some of the elements of the expectancy framework by using a scenario where the top salesperson would be offered a $1,000 bonus. We discussed how this may or may not motivate all the employees on the sales team, based on their perception of expectancy, instrumentality, and valence. In China, this proposal might not work at all, because their salespeople typically are compensated based on seniority, not on achievement. Cultural differences can often trip us up where motivational theories are concerned\u2014where many of them work in our culture, that doesn\u2019t hold true for others.<\/p>\n<p>If a manager understands the individual component of motivation\u2014the personality traits, needs, and cultural differences that factor into an employee\u2019s willingness to put forth effort toward performance\u2014he or she can tailor motivation for each employee.<\/p>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-58\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Individual Components of Motivation. <strong>Authored by<\/strong>: Freedom Learning Group. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><li>Image: Locus of Control. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li>Image: Intrinsic versus Extrinsic Motivation. <strong>Provided by<\/strong>: OpenStax CNX. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/cnx.org\/contents\/Sr8Ev5Og@10.16:MLADqXMi@11\/10-1-Motivation\">https:\/\/cnx.org\/contents\/Sr8Ev5Og@10.16:MLADqXMi@11\/10-1-Motivation<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em>. <strong>License Terms<\/strong>: Download for free at http:\/\/cnx.org\/contents\/4abf04bf-93a0-45c3-9cbc-2cefd46e68cc@10.16<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section>","protected":false},"author":17,"menu_order":4,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Individual Components of Motivation\",\"author\":\"Freedom Learning Group\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"cc\",\"description\":\"Image: Intrinsic versus Extrinsic Motivation\",\"author\":\"\",\"organization\":\"OpenStax CNX\",\"url\":\"https:\/\/cnx.org\/contents\/Sr8Ev5Og@10.16:MLADqXMi@11\/10-1-Motivation\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"Download for free at http:\/\/cnx.org\/contents\/4abf04bf-93a0-45c3-9cbc-2cefd46e68cc@10.16\"},{\"type\":\"original\",\"description\":\"Image: Locus of Control\",\"author\":\"\",\"organization\":\"Lumen 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